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Business Excellence Indicators: Setting Targets and Follow-up

Learn about the key motivation indicators, targets, and follow-up practices in Business Excellence. Explore the importance of setting objectives and tracking progress to drive improvement in organizational performance.

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Business Excellence Indicators: Setting Targets and Follow-up

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  1. FCSE – Motivation: Indicators, targets, follow-up FCSE - Business Excellence Robert Dapère November 21st, 2006

  2. Table standard de prise d'objectifs Indicators PQCDSEM: Targets (3/3)

  3. M Site industriel – 450 personnes en ateliers Pilier Maintenance Autonome Site de MARDYCK Nombre cumulé d’anomalies détectées et traitées 59964 8s 58638

  4. M Site industriel – 450 personnes en ateliers One-point lessons follow-up 5000

  5. M Site industriel – 450 personnes en ateliers Improvements follow-up 10104

  6. Fonction support en site industriel – 50 personnes Année de référence LIEGE, SERVICE CLIENTS Targets Priority n°0 Priority n°3 Priority n°1 Priority n°2

  7. Fonction support en site industriel – 50 personnes Key figures – Involvement in TPM activities Percentage of active persons in AM groups or working teams % ++ Target 100% at the end of June

  8. Fonction support en site industriel – 50 personnes Key figures – Number of anomalies

  9. Guide d'évaluation pour le WCM (extrait) Management Criteria– Motivation of Associates Ⓞ No interest in improvement. Interested in improvement, but lack discipline and unable to see problems clearly yet. People have a good experience of making improvements and see problems. Understand the importance of improvement, see problems clearly, and learn methods to resolve problems. All employees across the plant must be involved (means ALL not just Operators and Maintenance). Want to improve, have adequate knowledge, and skills to improve. Understand the difference among reactive, preventive and proactive approaches. Eager to improve, ready to attack any problem, and enjoy learning opportunities to grow and increase competence. ① ② ③ ④ ⑤

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